ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...
ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...
ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...
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Annex A<br />
Task Organization Format <strong>and</strong> Instructions<br />
This annex discusses the fundamentals of task organization, <strong>and</strong> provides the format<br />
<strong>and</strong> instructions for developing Annex A (Task Organization) to the base plan or<br />
order. This annex does not follow the five-paragraph attachment format. Unit<br />
st<strong>and</strong>ard operating procedures will dictate development <strong>and</strong> format for this annex.<br />
FUNDAMENTAL CONSIDERATIONS<br />
A-1. A task organization is a temporary grouping of forces designed to accomplish a particular mission<br />
(FM 3-0). Task-organizing is the act of designing an operating force, support staff, or logistic package of<br />
specific size <strong>and</strong> composition to meet a unique task or mission. Characteristics to examine when taskorganizing<br />
the force include, but are not limited to, training, experience, equipage, sustainability, operating<br />
environment, enemy threat, <strong>and</strong> mobility. For <strong>Army</strong> forces, it includes allocating available assets to<br />
subordinate comm<strong>and</strong>ers <strong>and</strong> establishing their comm<strong>and</strong> <strong>and</strong> support relationships (FM 3-0). Comm<strong>and</strong><br />
<strong>and</strong> support relationships provide the basis for unity of comm<strong>and</strong> in operations. The G-5 or G-3 (S-3)<br />
develops Annex A (Task Organization).<br />
Note: <strong>Army</strong> comm<strong>and</strong> relationships are similar but not identical to joint comm<strong>and</strong> authorities<br />
<strong>and</strong> relationships. Differences stem from the way <strong>Army</strong> forces task-organize internally <strong>and</strong> the<br />
need for a system of support relationships between <strong>Army</strong> forces. Another important difference is<br />
the requirement for <strong>Army</strong> comm<strong>and</strong>ers to h<strong>and</strong>le the administrative control requirements.<br />
A-2. Military units consist of organic components. Organic parts of a unit are those forming an essential<br />
part of the unit <strong>and</strong> are listed in its table of organization <strong>and</strong> equipment (TOE). <strong>Comm<strong>and</strong>er</strong>s can alter<br />
organizations’ organic unit relationships to better allocate assets to subordinate comm<strong>and</strong>ers. They also can<br />
establish temporary comm<strong>and</strong> <strong>and</strong> support relationships to facilitate exercising mission comm<strong>and</strong>.<br />
A-3. Establishing clear comm<strong>and</strong> <strong>and</strong> support relationships is fundamental to organizing any operation.<br />
These relationships establish clear responsibilities <strong>and</strong> authorities between subordinate <strong>and</strong> supporting<br />
units. Some comm<strong>and</strong> <strong>and</strong> support relationships (for example, tactical control) limit the comm<strong>and</strong>er’s<br />
authority to prescribe additional relationships. Knowing the inherent responsibilities of each comm<strong>and</strong> <strong>and</strong><br />
support relationship allows comm<strong>and</strong>ers to effectively organize their forces <strong>and</strong> helps supporting<br />
comm<strong>and</strong>ers to underst<strong>and</strong> their unit’s role in the organizational structure.<br />
A-4. <strong>Comm<strong>and</strong>er</strong>s designate comm<strong>and</strong> <strong>and</strong> support relationships to weight the decisive operation <strong>and</strong><br />
support the concept of operations. Task organization also helps subordinate <strong>and</strong> supporting comm<strong>and</strong>ers<br />
support the comm<strong>and</strong>er’s intent. These relationships carry with them varying responsibilities to the<br />
subordinate unit by the parent <strong>and</strong> gaining units as discussed in paragraphs A-12 <strong>and</strong> A-13. <strong>Comm<strong>and</strong>er</strong>s<br />
consider two organizational principles when task-organizing forces:<br />
� Maintain cohesive mission teams.<br />
� Do not exceed subordinates’ span of control capabilities.<br />
A-5. When possible, comm<strong>and</strong>ers maintain cohesive mission teams. They organize forces based on<br />
st<strong>and</strong>ing headquarters, their assigned forces, <strong>and</strong> habitual associations when possible. When not feasible<br />
<strong>and</strong> ad hoc organizations are created, comm<strong>and</strong>ers arrange time for training <strong>and</strong> establishing functional<br />
working relationships <strong>and</strong> procedures. Once comm<strong>and</strong>ers have organized <strong>and</strong> committed a force, they keep<br />
its task organization unless the benefits of a change clearly outweigh the disadvantages. Reorganizations<br />
may result in a loss of time, effort, <strong>and</strong> tempo. Sustainment considerations may also preclude quick<br />
reorganization.<br />
14 September 2011 <strong>ATTP</strong> 5-<strong>0.1</strong> A-1